Project management is a discipline in its own right, distinct. However, there is still a lot of discussion about the definition of the success of a project. Today I would like to contribute a little to this discussion, always aiming at the application in practice. I write from the point of view of engineering projects, but the fundamental framework of the definition of success in this area is relevant to most design applications, including product development, construction, aerospace, etc.
Projects are discrete but multidimensional activities that serve as vehicles for change. There are different definitions of success for them, and this makes it difficult to compare. We can say that the success of a project refers to the completion “on time, within budget, to specification”, to the success of the product produced, or to the success in achieving the business objectives of the planned. But these measures are sometimes contested, making it difficult to determine if there is a problem. Success is perceptual and perceptions vary according to the perspective of the stakeholder and the passage of time since the completion of the project. Despite these challenges, we continue to reflect to unravel the problem of defining the success of a project. Only then can we progress and evolve in managing them.
Let’s think about some levels of performance criteria that allow us to evaluate a little better, such as success in management, success of the product, success of the business, and success of the process itself. We can also add one more: project delivery measures. Within these levels, the top is when the established objectives are met and the benefits accrue to the investing organization. In fact, these benefits are positioned favorably in such a way for the organization that they generate many future opportunities.
I close by bringing our attention to the need to also consider the technical and managerial processes that are associated with the projects. Because they are important at different times throughout the project life cycle. Project-based work, supported by best management practices, offers considerable utility to all areas of activity. As this discipline matures, we will continue to prove the convenience, usefulness and benefit that comes from doing business and managed with excellence. I cherish and will always cherish a definition of success that is nothing more than a success that is meaningful to all of us involved.
João Matos